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EXECUTIVE SUMMARY
NOTE: The figures presented in this report are based on survey responses and therefore rely on the accuracy of the data provided by
the survey respondents.
This document contains proprietary information of the International Coach Federation (ICF). No disclosure or use of any
portion of the contents of this material may be made without the express written consent of ICF. For permission to reproduce
any material contained in this publication, please email your request to icfpr@coachfederation.org or call +1.859.219.3580. If
consent is granted, attribution to ICF and to PricewaterhouseCoopers LLP should be made. All rights reserved. Copyright 2016.
Introduction
This is a summary of the findings from the 2016 ICF Global Coaching Study. The study was commissioned in 2015 by the
International Coach Federation (ICF) and undertaken by PricewaterhouseCoopers.
This represents the third iteration of ICFs research on the size and scope of the coaching profession. Since the publication
of the benchmarking and follow-up study in 2007 and 2012, respectively, the coaching profession has continued to evolve.
Moreover, as a growing number of individuals and organizations have adopted coaching, the use of coaching skills and
approaches has expanded beyond professionally trained coach practitioners to include managers, leaders, and human
resources and talent development professionals who apply these competencies in their daily workplace interactions.
In this context, the 2016 Global Coaching Study represents ICFs most ambitious, extensive and expansive industry research
effort to date, capturing insights from professional coach practitioners and managers/leaders using coaching skills across
the globe.
Survey Outcomes
With 15,380 valid survey responses from 137 countries, the 2016 ICF Global Coaching Study represents ICFs largest, most
ambitious industry research project to date. (The 2012 ICF Global Coaching Study yielded 12,133 responses from 117 countries.)
Forty countries achieved 100-plus survey responses each, qualifying leaders of their ICF Chapters to receive access to
customized survey data presented via an online data reporting platform. Also crossing the 100-plus response threshold were:
18 U.S. states
Four Canadian provinces
Two regions in the United Kingdom
Three Australian territories
The response from non-ICF Members further attests to the success of efforts to promote the survey widely. In total, 5,867 valid
responses were submitted by non-ICF Members, representing 38% of the total number of completed surveys. By comparison,
non-ICF Members accounted for 36% of valid responses in the 2012 study.
Coach Practitioners
Human Resources/
Talent Development
Manger/Director Who
Uses Coaching Skills
Manager/Leader
Who Uses
Coaching Skills
Managers/Leaders
Using Coaching Skills
Coach practitioners and managers/leaders using coaching skills: Estimates by world region
Coach
practitioners
Managers/
leaders using
coaching skills
Coaching
continuum
North America
17,500
3,100
20,600
4,000
1,000
5,000
Western Europe
18,800
2,700
21,400
Eastern Europe
4,500
1,500
6,000
2,400
700
3,100
Asia
3,700
1,500
5,200
Oceania
2,400
400
2,800
Global
53,300
10,900
64,100
NOTE: Estimates are shown to the nearest 100. Therefore, subtotals may not add to the total figures.
Ninety percent of coach practitioners said they currently have active clients. The proportion of coach practitioners with active
clients was highest in the established regions of North America (92%), Oceania (91%) and Western Europe (91%).
Age Profile
Coach practitioners who responded to the survey are almost equally split between those under age 50 (46%) and those age 50
and over (54%). Almost one in five coach practitioners (19%) are in the 5054 age range, and a little more than half of coaches
are between 45 and 59 years of age.
The age profile of managers/leaders using coaching skills skews toward younger age groups. Almost half are under 45 years of
age. The proportion of managers/leaders using coaching skills who are under age 40 is almost twice that of coach practitioners
(28% versus 15%).
Gender
Females account for 67% of coach practitioners and 66% of managers/leaders using coaching skills. Regionally, the female
share of coach practitioners is highest in North America and lower in emerging markets. The regional pattern among
managers/leaders using coaching skills is broadly similar to coach practitioners.
$61,900
$27,100
Western Europe
$55,300
Eastern Europe
$18,400
$35,900
Asia
$37,800
Oceania
$73,100
Global
$51,000
Average income from coaching estimates for 2015 can be compared with the 2011 figures published in the 2012 ICF Global
Coaching Study. The comparison in terms of U.S. dollars indicates modest growth of 6% from 20112015.
For each of the seven world regions, total revenue from coaching was derived by combining the regional estimate for active
coaches with average annual revenues from coaching. On that basis, the estimated global total revenue from coaching in 2015
was $2.356 billion USD, representing a 19% increase over the 2011 estimate.
% of global share
% change
2011-2015
North America
$955
40.6
35.2
$92
3.9
26.6
Western Europe
$898
38.1
8.5
Eastern Europe
$70
3.0
1.4
$73
3.1
7.1
Asia
$113
4.8
18.8
Oceania
$154
6.5
10.4
Global
$2,356
100.0
19.0
NOTE: Percent change figures calculated from unrounded estimates. Some respondents, mainly internal coaches, quotes zero annual
incomes. They comprised 3.7% of coaches giving an annual revenue figure. The grossed-up results are adjusted for those responses.
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Across the range of business/practice indicators, coach practitioners are looking forward to the next 12 months
with confidence.
Three out of four coach practitioners with active clients (75%) said they expect their number of coaching clients to increase over
the next 12 months. A similar proportion (75%) said they anticipate an increase in annual revenue from coaching. More than six
in 10 (63%) said they expect their number of coaching sessions to increase.
Coach practitioners are somewhat less confident in an increase in average fees (45%). However, very few coach practitioners
(2%) said they expect average fees to decline.
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Training
Almost all coach practitioners (99%) reported receiving some form of coach-specific training, with a large majority (89%)
receiving training that was accredited or approved by a professional coaching organization.
The receipt of coach-specific training was also very high among managers/leaders using coaching skills, with 93% reporting that
they have received training. Almost three in four (73%) reported receiving accredited or approved coach-specific training.
Among coach practitioners who reported receiving coach-specific training, more than two in three (68%) have completed 125plus hours of coach-specific training.
Fewer managers/leaders said they had received 125-plus hours of coach-specific training (42%). However, almost one in four
managers/leaders using coaching skills (23%) reported receiving 200-plus hours of training.
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Credentialing
A large majority of coach practitioners and managers/leaders using coaching skills agreed that individuals or organizations
using coaching expect their coaches to be certified or credentialed.
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A majority of coach practitioners said they currently hold a credential or certification from a professional coaching organization,
with 51% of coach practitioners reporting that they hold an ICF Credential.
More than half of managers/leaders using coaching skills said they do not hold any certification or credential from a
professional coaching organization. However, one in four reported holding an ICF Credential, with 20% reporting credentials
from other international, regional and/or national associations.
It should be noted that the sample proportions for certifications and credentials partly reflect the role of ICFs Member and
Credential-holder database in conducting the survey.
NOTE: The figures shown in the chart add up to more than 100 percent because some respondents may be members of more than
one of the organization types listed.
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Coaching Clients
Coach practitioners were asked several questions regarding the attributes of the clients they serve.
When asked to identify the positions held by all of their clients, two in three practitioners said they coach managers, followed
by executives, business owners/entrepreneurs, personal clients, team leaders, staff members and miscellaneous others. On
average, respondents mentioned three positions.
Coach practitioners were also asked to identify the position held by the majority of their clients. Managers were
mentioned most frequently (29%). Almost one in four (23%) said they mainly coached executives, with a further 19%
selecting personal clients.
The pattern of majority client positions is very similar to the results reported in 2012, both in terms of the frequency and rank
order of positions. However, it should be noted that the miscellaneous other category was introduced for the 2016 study;
hence, precise percentage figures should be compared with caution.
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Coach practitioners were asked what proportion of their clients pay for their own coaching (primary clients) and what
proportion have coaching paid for by a third party (sponsored clients). Globally, the majority of clients are sponsored.
Compared to 2011, the sponsored share has increased by two percentage points, from 51 to 53%.
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Gender of Clients
Females continue to account for the majority of coaches clients. At 54% the female share of coaches clients is unchanged from
2011. The regional pattern in client proportions by gender also remained stable between 2011 and 2015.
The gender share varies with the main specialty of the coach practitioner.
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Age of Clients
Coach practitioners were asked to indicate the proportion of their active clients falling within a series of age bands. Their
responses indicate that, on average, 60% of clients are under age 45.
When compared with 2011, the 2015 results indicate a shift in the age composition of clients toward older age groups.
Notwithstanding the increase in the proportion of clients aged 45-plus, it remains the case that the age profile of clients tends
to be younger in the emerging regions.
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Future Trends
Respondents were invited to share their insights into obstacles and opportunities facing the profession over the next 12
months and their views on the extent to which coaching is able to influence social change.
Future Obstacles
When asked to identify the biggest obstacle for coaching over the next 12 months, the main concern expressed by coach
practitioners was untrained individuals who call themselves coaches. The concerns expressed by coach practitioners echo the
responses published in the 2012 study. The responses of managers/leaders using coaching skills aligned closely with those of
coach practitioners, suggesting a common shared understanding of the obstacles facing coaching in the next 12 months.
Future Opportunities
When asked to identify the greatest opportunity for coaching over the next 12 months, coach practitioners were most likely
to identify increased awareness of the benefits of coaching. When compared with responses published in the 2012 study, the
ranking of opportunities by coach practitioners has changed little. Also of note is the alignment between the views of coach
practitioners and managers/leaders using coaching skills.
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Respondents were asked to indicate the extent to which they think coaching is able to influence social change. More than
one in two coach practitioners believe to a large extent that coaching is able to influence social change. There is substantial
agreement between coach practitioners and managers/leaders using coaching skills on that topic.
The extent to which coach practitioners say that coaching is able to influence social change varies considerably by region. Two
in three coaches in Latin America and the Caribbean (68%) and the Middle East and Africa (66%) believe to a large extent that
coaching is able to influence social change.
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